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VENTURE BOARDS: DISTINCTIVE MONITORING AND IMPLICATIONS FOR FIRM PERFORMANCE[J] . The Academy of Management Review . 2013 (1)
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Dimensions of CEO–Board Relations[J] . Brian K. Boyd,Katalin Takacs Haynes,Fabio Zona.Journal of Management Studies . 2011 (8)
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Dominant CEO, Deviant Strategy, and Extreme Performance: The Moderating Role of a Powerful Board[J] . Jianyun Tang,Mary Crossan,W. Glenn Rowe.Journal of Management Studies . 2011 (7)
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An Integrated Agency–Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D Spending[J] . Thomas Dalziel,Richard J. Gentry,Michael Bowerman.Journal of Management Studies . 2011 (6)
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Polychronicity in top management teams: The impact on strategic decision processes and performance of new technology ventures[J] . VangelisSouitaris,B. M. MarcelloMaestro.Strat. Mgmt. J. . 2010 (6)